Seller Success Operating System

Fırsat is a marketplace venture built within ikas and established through a separate company. The marketplace needed more than isolated seller-facing processes: it needed an operating model that could connect how sellers enter the system, become ready to participate and receive the support required to improve.

The challenge

Seller Success sits across several connected concerns. Onboarding affects readiness. Readiness affects participation. Participation creates signals that shape operational decisions. Those decisions, in turn, depend on coordinated action across multiple functions.

The challenge was to create enough shared structure for those concerns to work as one operating model without exposing the internal rules, thresholds or commercial details behind the operation.

My role

I designed key parts of the Seller Success operating model and led cross-functional coordination. I also contributed to the creation of the wider system and to its implementation and operation.

My work focused on three questions:

• How should the seller lifecycle progress from onboarding into sustained participation?
• What information is needed to support better operational and management decisions?
• How should the functions shaping the seller experience coordinate their work?

The operating model

At a high level, the model connected onboarding, preparation, activation, participation, measurement, intervention and improvement. These stages were not treated as an isolated checklist. They formed a lifecycle with clearer ownership and feedback between operational activity and decision-making.

The detailed process, eligibility rules, thresholds, segmentation and risk logic remain private. The public value of the case is the system-design principle: seller success depends on connecting lifecycle, ownership, signals and action rather than optimizing each process independently.

Decision support

Operational information needed to be useful beyond the immediate workflow. Part of the work involved structuring high-level seller and performance signals so they could support management decisions without reducing the operation to a single metric.

This layer is presented conceptually. No seller data, internal metrics, scoring logic or dashboard material is included.

Cross-functional coordination

The operating model depended on coordinated work across product, design, commercial, finance, customer success and legal functions. I led that coordination around the seller-side requirements and the decisions needed to move the experience forward.

The objective was not to collapse those functions into one process. It was to create enough shared context, ownership and decision structure for them to act on the same operating problem.

What changed

I helped create a structured operating model connecting seller operations, performance signals, management decisions and cross-functional action.

The work established a clearer foundation for ownership, decision support and continuous improvement as the marketplace evolves. This is a sanitized account: internal metrics, seller information, rules, commercial terms, organizational details and implementation materials are intentionally excluded.